Redbridge Council is embarking on a significant transformation to place residents at the heart of its services, aiming for a more efficient, accessible, and responsive local authority.

The Modernising Redbridge agenda, a three-year strategy, is designed to create a more resident-centred, efficient, and financially sustainable council. The strategy is forecast to deliver significant financial savings while enhancing service quality and resident satisfaction. The Customer Experience Programme, a key part of this agenda, is expected to deliver these savings over its three-year duration. While specific figures are not detailed, the programme requires investment over three years but is forecast to deliver significant financial savings while improving service quality and resident satisfaction. The success of the agenda will be measured through a Benefits Realisation Framework, tracking financial savings, improved customer satisfaction, and increased service efficiency, with a target of at least 80% positive customer feedback.

A diverse group of people, including individuals of different ages, ethnicities, and abilities, are depicted in a stylized illustration.
A diverse group of people, including individuals of different ages, ethnicities, and abilities, are depicted in a stylized illustration.

Key initiatives include establishing a Single Front Door for accessing services, modernising digital channels, expanding community engagement hubs, and improving data analytics.

Councillor Judith Garfield, Chair of the Strategy and Resources Policy Development Committee, highlighted the importance of customer experience, stating, These interactions shape public trust, satisfaction and perceptions of the Council's effectiveness. The committee's review identified several challenges affecting customer experience, including fragmented service access across departments, difficulties navigating digital channels, inconsistent communication regarding service requests, and high levels of repeat contact and avoidable demand. Baseline analysis conducted as part of the Modernisation programme identified several teams across the Council handling customer contact, highlighting the fragmented nature of service access and the potential benefits of consolidation and improved coordination.

To address these issues, the council is investing in technology and redesigning services. A new operating model will consolidate customer service teams, provide a unified view of customer interactions, and offer residents access through digital platforms, telephone services, community engagement hubs, and face-to-face support. Residents will be able to access services through digital platforms, telephone services, community engagement hubs, and face-to-face support where required. Staff will work within an integrated system providing a single view of customer interactions across services.

A smiling woman wearing headphones and a lanyard sits at a computer, representing customer service.
A smiling woman wearing headphones and a lanyard sits at a computer, representing customer service.

Councillor Helen Coomb, Cabinet Member for Resources and Transformation, emphasised the collaborative nature of these efforts, noting the importance of investing in tech as well as the workforce and it's about redesigning and having a cultural change a cultural shift within the organization.

Technology will underpin the transformation of customer experience. Key developments include modern telephony systems, a customer relationship management platform, automation and artificial intelligence, and improved data analytics. The council website has also been revamped in its entirety, with all content changed. The programme focuses on workforce development, stating that Staff will be supported through training, new tools and improved processes that enable them to resolve issues more effectively. Additionally, there is a commitment to further education and training for commissioners and contract managers on process, policy, and the importance of maximising social value, as well as ongoing training and improved digital information for residents and enhanced training and support for members on using the various ways in which you can log case work.

A diverse couple, one wearing a hijab and the other a t-shirt, both holding smartphones and wearing lanyards with identification cards, representing modern council engagement.
A diverse couple, one wearing a hijab and the other a t-shirt, both holding smartphones and wearing lanyards with identification cards, representing modern council engagement.

Engagement Hubs will provide accessible locations where residents can receive advice and support from council services and partner organisations. These hubs will offer early intervention support and help residents navigate services. The council is actively looking at opportunities to create these environments in areas of greatest need, specifically mentioning Clementswood and Loxford (identified as falling into the lowest 10% most deprived boroughs in the country), Haynaughts, Woodford, The Orchard housing estate, Gans Hill, and Wanstead (due to changing demographics and developing needs). An existing hub on Ilford Lane is also mentioned.

A diverse group of illustrated individuals representing community members.
A diverse group of illustrated individuals representing community members.

The success of the agenda will also be measured by increased use of online services, faster response times, fewer complaints, more early interventions, customer journey analytics, mystery shopper programs, and real-time sentiment analysis.

For more information on the strategy and its development, refer to the Public reports pack for the Strategy and Resources Policy Development Committee and the Draft Redbridge Customer Experience Strategy.

A smiling customer service representative wearing a headset and a lanyard from the London Borough of Redbridge, working at a computer.
A smiling customer service representative wearing a headset and a lanyard from the London Borough of Redbridge, working at a computer.